Employment screening involves the verification of relevant candidate or employee data, ensuring the best possible hire for a certain position. Has the candidate obtained the diploma and is their work experience accurate? These are important checks that help the employer hire new employees with more confidence. Pre-employment screening has proven to safeguard the integrity within the organisation, which not only mitigates risks but also leads to better business results.
Pre-employment screening is growing in the Netherlands, especially because we work more remotely. This increases the need for certainty and trust and makes checking relevant data with new employees all the more important.
But what about the existing employees? They may not have been screened when they were hired, so how do you manage any risks due to changes or unexpected situations? Many organisations opt for in-employment screening due to this; verifying relevant data of your existing employees.
There are various moments to perform an in-employment screening. For example, when existing employees transfer to a new position or are promoted and the change of work entails new responsibilities. The reason for this in-employment screening is the same as for pre-employment screening. This form of in-employment screening will require little effort to implement within the organisation, especially if pre-employment screening is already part of the hiring process.
Periodic in-employment screening
Another form of in-employment screening is periodic screening. Relevant personal data is checked at specified times for certain functions that involve a particular risk or responsibility. This can be a new certificate of good conduct (VOG) or checking possible debts again. When introduced, this form of in-employment screening can cause employee disapproval. Frequently, it is argued that in-employment screening questions the employee’s integrity, and lowers internal trust. In addition, employees may feel that their job performance is suddenly under discussion. For example, an employee who has worked up to a certain status within an organisation may disapprove periodic in-employment screening, even if it is initiated for legal obligations. In addition, periodic in-employment screening requires more effort from employees because, at first sight, they receive little in return; after all, they remain in the same position. This is different with pre-employment screening, where candidates cooperate partly because they want to start the new job.
Policy and communication
Two steps are crucial to create sufficient support for the adoption of a good screening. To start with, you need to draw up a policy that includes and elaborates on pre-employment screening, as well as in-employment screening. The second part that will make the difference is communication. This is of great importance if the introduction of employment screening is to be successful. Try to emphasise that in-employment screening is not a control mechanism, but that it is mainly about risk management and guaranteeing quality and integrity.